'Viable'. That is the dictionary definition of the word vitality . Isn't it actually strange, then, that not every company is actively working on this yet? After all, don't we always want to be viable? Energetic, powerful, and full of zest for life? Ready for the future? Because we know, and are experiencing even now, how quickly everything can change?
In practice, I notice that entrepreneurs often do not really know what the subject of vitality entails and how to deal with it. I come across comments like: “That's only for older employees”, “I'm not going to interfere with someone's lifestyle” and “Precious”.
At the same time, entrepreneurs also have questions: “How do I ensure committed and enthusiastic employees”, “How do I keep talent on board” and “How can I work structurally on the good employability of my team members and on low absenteeism.” The answers to these questions have everything to do with vitality. Not a buzzword, not a must-have, but a real business case.
Various studies show that investing in vitality yields an average of three times the return. However, it all depends on the way in which entrepreneurs and managers manage this.
Just starting a PMO (periodic medical examination) and then barely doing anything with it is what I call 'false urgency'. Especially when a 'standard' range of courses is subsequently presented to employees, regardless of the outcomes. Only rarely do the interventions offered fit in well with the real vitality issues that arise in organizations. And in most cases, managers do not have an active role in this. Because they have no idea how to start a conversation about this. And they also don't know how to ensure that team members take responsibility for their own employability. Or how they can put vitality on the agenda in a positive way. The good news…. There is still a lot to gain!
It is important that managers (including middle management) have a vision about how they want to deal with the most important asset in the company, namely its people. That they want to pay attention to vitality in the broadest sense of the word. This means that you actively work in your organization on physical and mental health, talent development, attitude and behavior and working conditions. That as a vital leader you also take a critical look in the mirror. To keep your organization and team permanently healthy. Viable and ready for the future. Are you a vital leader?
Arienne Knol is a trainer, coach and entrepreneur at Kenneth Smit
Vitality and vitality as a strategic advantage
Organizations that invest in the vitality of their employees reap the benefits on multiple fronts. Vital employees are more productive, creative, and sick less often. They have more energy for their work, handle pressure better, and recover faster after intensive periods. This translates directly into better business results.
Vital leadership goes beyond a fruit basket at the office or a gym membership. It is about creating a work environment where people feel seen, where there is room for autonomy, and where the balance between performance and recovery is maintained. As a leader, you play a key role in this.
Getting started in a concrete way
Start with yourself. A leader who is not vital themselves will find it difficult to create a vital culture. Pay attention to your own energy balance, guard your boundaries, and be open about this with your team. That gives others permission to do the same.
Hold regular conversations with your team members about workload and job satisfaction. Not as a means of control, but out of genuine interest. Ask what they need to function well and take their answers seriously. Small adjustments to work processes or task allocation can already make a big difference.
As a manager, do you want to work on vital and effective leadership? Check out our Coaching Leadership training at Kenneth Smit and learn how to create an environment where your team performs sustainably.
